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Come and meet the author of the best seller Crossing the Chasm, Geoffrey A. Moore. Essential read for every Startup Founder.

About: Geoffrey Moore

Managing Director, Geoffrey Moore Consulting
Venture Partner, Mohr Davidow Ventures
Chairman Emeritus, TCG Advisors, The Chasm Institute and The Chasm Group
Member of the Board of Directors, Akamai Technologies and several pre-IPO Companies

Geoffrey Moore is an author, speaker and business advisor to many of the leading companies in the high-tech sector, including Cisco, Cognizant, Compuware, HP, Microsoft, SAP, and Yahoo!.

Geoffrey divides his time between consulting on strategy and transformation challenges with senior executives and speaking internationally on those same topics. His latest book Escape Velocity: Free Your Company’s Future from the Pull of the Past, keeps this intent in mind and is the result of his years of experience working with large enterprises.

Escape Velocity is Moore’s sixth book for business leaders in the high-tech sector. His first book, Crossing the Chasm, which addresses the challenges of gaining initial adoption for disruptive innovations, continues to be a best seller and required reading in business schools and entrepreneurship curricula. Moore wrote four subsequent books which addressed the challenges faced by management when competing in hyper-growth markets (Inside the Tornado) and those faced by investors when managing a high-tech stock portfolio (The Gorilla Game). The two additional books both address the organizational challenges faced by established enterprises, in one case posed by the volatility of the technology sector overall (Living on the Fault Line), in the other by the need to reignite innovation in mature franchises (Dealing with Darwin). Escape Velocity rounds out these efforts in service to established enterprises by laying out a comprehensive program for engaging with next-generation trends while maintaining their core franchises.

Moore is an active public speaker who gives between 30 and 60 speeches per year, split roughly evenly between industry events and company-specific meetings. His speaking practice is global, addressing a spectrum of topics of interest to the high-tech sector, including high-tech market dynamics, business strategies, innovation, organizational development, and industry futures.

Earlier in his career, he was a principal and partner at Regis McKenna, Inc., a leading high tech marketing strategy and communications company, and for the decade prior, a sales and marketing executive in the software industry. He has a bachelor’s degree from Stanford and a doctorate from the University of Washington, both in English Literature.

5.
The Hierarchy of Powers
A Framework for Investing in Future Performance
Category Power
Company Power
Market Power
Offer Power
Execution Power
Growth born from competitive advantage
Partners go out of their way to send you business
5
Growth born from customer commitment
Customers go out of their way to give you business
Growth born from unmatchable offers
Competitors cannot or will not copy your efforts
Growth born from reaching tipping points
Your initiatives become the next status quo
Growth born from category expansion
Secular growth increases spending in your area

10.
Stump the Chump
Page 1
• “Is there a correlation between Leadership Change and the chasm --i.e.,
founders are changed for Scale UP CEOs?”
• “How are things different now for enterprise start ups?”
• “How come Strategy is nowadays an afterthought? Do you think the Lean
Startup movement and accelerators like Y-Combinator have something to
do with it?”
• “How do you choose the right people to help you start your company?”
• “What universal principles of acquiring early adapters apply to every
startup?”
• “How can you speed up iteration cycles in B2B?”
• “How important is it to get outside perspectives for product roadmaps?”
• “How do you penetrate enterprise customers, at senior management
level, without a direct sales team?”
10

11.
Stump the Chump
Page 2
• “How do you get early adopters to become product advocates?”
• “In your diffusion model, what is the difference between a technology
enthusiast and a visionary”?
• “How do you know when you are in the chasm?”
• “How has it changed since the publication of his book”
• “How to get the first users?”
• “Is the chasm period shorter now for mobile software / apps?”
• “What principles in your book are most susceptible to being challenged
due to new global trends on how we work, interact and do business?”
• “How will crossing the chasm be different in the next 2, 5 and 10 years?”
• “How does Crossing the Chasm apply to today's startups in B2B software
alongside Lean Start Up concepts?”
11

12.
Stump the Chump
Page 3
• “How do you know whether the chasm you`re is one that can be crossed
or not?”
• “What is your advice on the first steps to take with startups?”
• “What was your biggest lessons learned in your career?”
• “What patterns in personalities, qualities and / or characteristics of
successful startup founders have you seen or uncovered?”
• “what advice he has for companies starting in Latin America”
• “At what point in your start-ups life are you at the Chasm. is there a
certain number of customers, growth speed or anything?”
• “How do cultural differences (regions or countries) behave with respect to
he Chasm model?”
• “What are the two main things that a 100% Brazilian company must do to
grow? What are two main mistakes a 100% Brazilian company can not
commit not to fall into the chasm (abyss)?”
12

13.
Stump the Chump
Page 4
• “How broad or narrow a niche should a bootstrapped start-up target?”
• “How has Geoffrey Moore's view of entrepreneurship and the challenges
facing entrepreneurs at the early stages changed since he wrote his early
books? People say it's easier than ever to start and grow a company, get
$- is that true from his POV?”
• “The sales funnel isn't linear anymore. How does that impact the product
marketing lifecycle?”
• “Is the Chasm still relevant?”
• “What tech spaces are most promising. What problems are begging for
solution?”
• “What has changed since he originally wrote the book? If he were to do a
second edition, what would he revise?”
• “Will it become easier to cross the chasm thanks to all the new startups
who manage to cross it ? More it is crossed, easier it is to cross it no ?”
• “how is the CHASM applicable for the enterprise”
13